Participatory Management(Douglas McGregor)
Participatory Management (Douglas McGregor )
1. Law of Nature
All control is selective adaptation. In engineering control consists in adjustment to natural law . In the human field situation is the same but many of our attempts to control human behaviour far from representing selective behave as they wish without concern for natural law. But they should not expect to achieve desired results through inappropriate managerial action in the field that can or should expect in the field of engineering. They can improve their ability to control only if they recognize that control consists in selective adaptation to human nature rather than in attempting to make human nature conform to their wishes.
Managerial approaches of control and direction are useful in engineering organization where the control is able to predict outcomes but doesn't work in human organization. In human organizations control goes against the law of Nature and therefore is not conducive to organization's health.
2.Managements Assumptions
Theory Xmas
In this theory which many managers practice management assumes employees are inherently lazy and will avoid work if they can. They inherently dislike work. Because of this workers and need to be closely supervised and comprehensive systems of controls developed. A hierarchical structure is needed with narrow span of control at each and every level.
According to this theory employees will show little ambition without an enticing incentive program and will avoid responsibility whenever they can. Theory X managers rely heavily on threat and coercion to gain their employee's compliance. Beliefs of this theory lead to mistrust highly restricted supervision and a punitive atmosphere. The Theory X manager tends to believe that everything must end in blaming someone. He or she thinks all prospective employees are only out for themselves. Usually these managers feel the sole purpose of the employee's interest in the job is money. The will blame the person first in most situations without questioning whether it may be the system , policy or lack of training that deserves the blame . A Theory X manager believes that his or her employees do not really want to work that they would rather avoid responsibility and that it is the manager's job to structure the work and energizer the employee.
Theory Y
In this theory management assumes employees may be ambitious and self -motivated and exercise self-control. It is believed that employees enjoy their mental and physical work duties.To them work is as natural as play. They possess the ability for creative problem solving but their talents are underused in most organizations. Given the proper conditions theory Y managers believe that employees will learn to seek out and accept responsibility and to exercise self-control and self-direction in accomplishing objectives to which they are committed.A Theory Y manager believes that given the right conditions most people will want to do well at work. They believe that the satisfaction of doing a good job is a strong motivation.
Theory Y managers are more likely than Theory X managers to develop the climate of trust with employees that is required for human resources development. It's here through human resources development that is a crucial aspect of any organization. This would include managers communicating openly with subordinates minimizing the difference between superior-subordinate relationships creating a comfortable environment in which subordinates can develop and use their abilities. This climate would include the sharing of Decision-making so that subordinates have say in decisions that influence them.
Conventional managerial practices are in direct violation of human nature . Managers in organizations generally strive to modify people's behaviour without concern for natural law. He says that management's method of Organization and control is responsible for employees' laziness Indifference not taking responsibility. disinterest etc. Integration of behaviours is the key process in management because it results in the creation of conditions conducive for the members to achieve their own goals best by directing their efforts towards the success of enterprise.
Implications
●Participation in Organisation goals
●Downward and upward communication
●Democratic/Participative leadership
●General supervision instead of detailed supervision
●Internal /Self based control instead of external control
●Rewarding motivation instead of punitive /coercive motivation
●Problem solving appraisal instead of fault finding appraisal